美国论文代写：文化变革
文化变革也被认为是组织的发展和变革。不考虑组织所采用的变更，管理人员在带来变更时面临几个问题。由于文化变化对员工的组织绩效和利益的影响，造成严重后果。因此，重要的是要遵循一种特定的理论来改变组织文化(2004年)。苹果可以采用Lewin的“力量变化理论”。
在对现实世界组织文化的认识的基础上，提出了三个步骤，以取得成功。这三个步骤指的是解冻、移动和冻结。解冻的步骤是从创建对成员的理解开始，对组织的危机或愿景的理解，促使管理层带来改变。这个特殊的过程也经历了三个阶段。
第一个阶段包括信息的收集，表明组织文化的现状不是理想的(2004年)。第二阶段是将收集到的信息与本组织有关的目标和目标联系起来。这一阶段有助于激发成员的焦虑感。在这一特定步骤的最后阶段，必须提供解决方案，以帮助减少成员之间的不安全感，并使他们对变化产生抵触。
下一步是行动，涉及到将组织文化转化为预期和已计划的具体行动。这一步在本质上是高度复杂的，因为它包括目标、寻求支持、寻找适当的资源，然后是计划和执行(Nutt 2002)。这一特定步骤有两种形式。这些形式是解决问题的方向和远景的方向。组织可以根据组织的特定情况来调整其中的一种形式。
美国论文代写：文化变革
Cultural change has also been stated as development and transformation of organization. Irrespective of the kind of change that has to be adopted by an organization, several problems are faced by the management in bringing the change. Severe consequences can faced due to cultural change considering the impacts on organizational performance and interests of employees. Therefore, it is important to follow a specific theory for bringing change in organizational culture (Lines 2004). Apple can adopt Lewin’s “Force Theory of Change”.
On the basis of observations made by Lewin with regards to real world organizational culture, three step process has been proposed in order to bring the in a successful manner. These three steps refer to unfreezing, moving, and freezing. The step of unfreezing begins from creating an understanding of member with regards to crisis or vision of organization that motivated the management to bring change. This particular process also goes through three stages.
The first stage includes gathering of information that indicates the present condition of organizational culture is not ideal (Lines 2004). The second stage moves to relating the information that has been gathered with relevant goals and objectives of the respective organization. This stage helps in eliciting the anxious feelings of members. In the final stage of this particular step, solution has to be provided that will help in the reduction of insecurity amongst members and make them resistant towards the change.
The next step, which is moving, involves initiation of specific actions for transformation of organizational culture to what is expected and has been planned. This step is highly complicated in nature as it includes, setting of goals, seeking of support, finding appropriate resources, followed by planning and execution (Nutt 2002). There are two forms of this particular step. These forms are orientation of problem solving, and orientation of vision. The organization has an option for adapting one of these forms as per the particular situation of the organization.
On the basis of observations made by Lewin with regards to real world organizational culture, three step process has been proposed in order to bring the in a successful manner. These three steps refer to unfreezing, moving, and freezing. The step of unfreezing begins from creating an understanding of member with regards to crisis or vision of organization that motivated the management to bring change. This particular process also goes through three stages.
The first stage includes gathering of information that indicates the present condition of organizational culture is not ideal (Lines 2004). The second stage moves to relating the information that has been gathered with relevant goals and objectives of the respective organization. This stage helps in eliciting the anxious feelings of members. In the final stage of this particular step, solution has to be provided that will help in the reduction of insecurity amongst members and make them resistant towards the change.
The next step, which is moving, involves initiation of specific actions for transformation of organizational culture to what is expected and has been planned. This step is highly complicated in nature as it includes, setting of goals, seeking of support, finding appropriate resources, followed by planning and execution (Nutt 2002). There are two forms of this particular step. These forms are orientation of problem solving, and orientation of vision. The organization has an option for adapting one of these forms as per the particular situation of the organization.
